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GOVERNMENT SERVICE MODELS
•Ross Freedman, DCIA
•Adam Firestone, WSO2
•Mike Dinsdale, Docusign
•Erik Salazar, Unitas Global
•Marlyn Zelkowitz, SAP America
The Fine Art of Herding Cats: Cloud-Based Development Environments as a Program Management Enabler
for Government Software Development Projects
Presented by: Adam Firestone
Director, Defense and Government Solutions WSO2, Inc.
Agenda
• Overview
• The Problem Space
• Historical Background
• Solution Concepts
• Bridging Ideas and Solutions: Cloud Tooling Concepts
• Summary
2
Overview
• Government and military organizations face a number of challenges associated with software development projects: – Ensuring rapid response to changes in theater or the nature of the
operational environment;
– Converting a shared vision into tangible program management activities that ensure effective project management, meeting security and information assurance goals and interoperability between components; and
– Managing a technically and culturally diverse industry and government developer community.
• These challenges can be substantially mitigated through the implementation of a governed, Cloud-based distributed development environment.
3
THE PROBLEM SPACE
4
How Government Software Development Program
Managers Would Like to See Their Execution
Teams
5
The Reality
6
The Result?
7
HISTORICAL BACKGROUND
Challenges and their origins
8
Origins: A Case Study
• Historic experience with legacy US enterprise, C5I and weapon systems
• Older systems reflect earlier architectural constraints – Hardware and computing power limitations
– Data storage
– Communications bandwidth
• Modernization drivers – Sustainment costs as the key driver for modernization
• “Don’t Fix What Ain’t Broke” competing with shrinking budgets
• Adaptation and modification effort outweighs “Do Nothing” option
– Desire to replace “system driven doctrine” with “doctrine driven system”
9
In the Beginning…
• Monolithic systems
• Designed to solve a single, broad organizational problem – Command and control
– Personnel records management
– Accounting
– Logistics
• Single contractor – Systems engineering
– Software development
– Test
BUT - organizational problems are often broad and multifaceted…
10
System of Systems (SoS)
• Evolutionary answer to the complexity and expense of monolithic systems
– Collection of dedicated systems
– Pooled resources and capabilities
– Usually connected by messaging interfaces
– Intended to offer more functionality than sum of constituent systems
11
SoS Example: Precision Guided Munitions
12
Targeting System
Routing System
Planning System
Delivery Platform Weapon
Proprietary Message Format
Proprietary Message Format
Proprietary Message Format
Proprietary Message Format
Overall System Consists of 5 -7 Discrete Monolithic Systems • Targeting • Routing • Planning • Threat Analysis • Delivery Platform • Weapon
SoS Program Characteristics (Also applies to highly componentized systems)
• Expanded program manager span of control – 1 – N component systems
• Discrete subordinate manager for each component system
• Effectively a discrete sub-program for each component system
– Non-functional requirements managers • Information Assurance
• Verification and Validation
• Integration
• Distributed development – Discrete developer organizations
• Unique cultures
• Individual development environments and languages
• Redundant application of non-functional requirements
13
Programmatic Challenges
• Multiple developer organizations differing in: – Programming languages
– Organizational culture
– Application tooling
– Architectural proficiencies
• Scheduling of multiple components – Internal schedules
– Overall program schedules
• Non-Functional Requirements – Information Assurance
– Certification & Accreditation
– V&V must be scheduled independently with each component
14
Risks
• Inter-component dependencies – Interoperability – Delivery schedules
• Does slippage in component A schedule impact components B and C? • What does “done” mean?
• EVMS management issue – How is EVMS applied without a common definition of “done?”
• Reactive remediation – By product of long delivery and test cycle times – Fail late program architecture/SDLC – Problems are not discovered until integration phase (or later)
• Post-Development Certification & Accreditation – Deployment delays – Expense – Magnifies problems caused by long cycle times
15
SOLUTION CONCEPTS
16
There is a light at the end of the tunnel (And it isn’t an oncoming train)
17
Key Challenge Recap
• Multiple developer organizations
• Multiple, competing, governance perspectives
• Lack of situational awareness
• Certification and Accreditation
18
Challenge: Multiple Developer Organizations
• Government as LSI issue
• Discrete and possibly competing knowledge bases, cultures, technologies
• Lack of a common definition of “done”
• Total Cost of Ownership/Cost of Total Ownership
19
Challenge: Multiple Governance
Perspectives
• Program Management – Schedule and Budget
– EVMS (Done?)
• Competency – Capabilities and
Requirements
• Information Assurance – Security and Compliance
• Logistics – Fielding and Support
• Configuration Management – Stability and Predictability
20
Challenge: Lack of Programmatic
Situational Awareness
• PM: What’s the state of the project? – Work planned v. work complete – Planned cost v. actual cost
• Developers: What is the state of the code against functional and non-functional requirements?
• IA Manager: Is the project compliant?
21
Challenge: Certification & Accreditation
• Post-development C&A time and expense
• Security and IA as an applique, not “baked in”
• Handling the emerging mobile/app environment
22
Solution Concept 1: Leveraging DevOps
Philosophies
• The First Way: Systems Thinking – Emphasizes performance of the entire system, as opposed to the performance of a
specific component, branch or contractor
– Requires integrated team with representatives from all disciplines, e.g.: • Program Management, Systems Engineering, Development, Operations, IA, CM, QA, Test
• The Second Way: Amplify Feedback Loops – Fail fast and learn quickly
– Shorten and amplify feedback loops
– Necessary corrections are continually made
• The Third Way: Culture of Continual Experimentation & Learning – Creating a culture that fosters taking risks and learning from failure
– Understanding that repetition and practice is the prerequisite to mastery
– Allocation of time for the improvement of daily work
– Creating rituals that reward the team for taking risks
– Introducing faults into the system to increase resilience
23
http://itrevolution.com/the-three-ways-principles-underpinning-devops/
Solution Concept 2: Introducing DevOps
Practices
• Rapid, iterative development and deployment of software products and services.
• Standardized development environments
• Automation of release/deployment cycle
• Release cycle controlled by non-operations resources in specific non-production environments
• Targets: – Rapid product delivery
– Quality testing
– Feature development
– Maintenance releases
– Improved reliability and security
– Faster development and deployment cycles
24
Solution Concept 3: Continuous Integration
• Merging developer work with the trunk multiple times per day
• Automated and continuous application of quality control – Unit and integration testing
– Static and dynamic testing
– Performance testing
– Improve the quality of software
– Reduce delivery time
– Replaces legacy practice of applying quality control after completing all development
• Supports continuous delivery – Software checked into trunk is always in a state that can be deployed to
users
– Significant increase in speed of deployment process
25
26
High Level Tooling Requirements
• Enable multiple-developer projects to collaboratively create, verify, deploy and manage applications in a centrally governed manner
• Support development of multiple application types – Web apps
– Workflows
– Integrations
– Business rules
– Mashups
– Mobile apps
• Simplify and shorten key project activities – Set-up
– Development
– Certification & Accreditation
27
Governed Collaboration
• Environment hosted, metered and managed by program office
• Ensures common, configuration controlled development, test and deployment environments
• Controls costs associated with project set-up at developer sites
• Provides meaningful metrics for program manager
– Modules are either “in” or “out”
– Enables EVMS
28
Tool Characteristics
• DevOps Private Platform-as-a-Service (Paas) – Multi-tenanted (secure, scalable, metered) – Elastic – Self service provisioning
• Complete application lifecycle management – Development – Test – Deploy – Retire – Discovery and consumption management
• Test Automation – Functional and Non-Functional Requirements – Laws, regulations, policies and guidance – Organizational values and culture
29
Slaying the IA Dragon
Current IA Environment
• Post-development product certification
• 9 – 18 months
• $500K - $1.5M
• “Surprise Based”
• Approval frequently last-minute, heroics based
Objective IA Environment
• Integrated with development
• IA requirements built into continuous test/continuous integration
• DevOps PaaS is explicitly certified BEFORE development begins
• All products issuing from PaaS are implicitly certified
30
Sample DevOps PaaS Architecture
31
Source Code Management
Life
cycl
e M
anag
eme
nt
Stratos Platform
Cartridges
Development Cloud
Issue Tracker
Content PaaS
Forums Man
aged
AP
Is &
Dat
a So
urc
es
Stratos Platform
Cartridges
Test Cloud
Stratos Platform
Cartridges
Production Cloud
Continuous Build Cloud
App Command: Developer & Management Portal
Developer Studio
App Store
Full Spectrum Application Lifecycle Management
(Open Source Integration Focus)
32
Project and Team Management
Software development
workflow
Governance and Compliance
Development Dashboards
Develop Code
Issue Tracking Source Control
Continuous Build
Continuous Integration
Test Automation
Continuous Deployment
Summary
33
• Government and military organizations and their contractors can mitigate the cultural and technical challenges associated with software development projects
• Cloud-based distributed DevOps PaaS offers a number of advantages: – Rapid deployment of software in response to emergent operational needs – Large reduction in the information assurance time and budget overheads – Workable solution to the issue of certifying and accrediting mobile
applications
• Tooling doesn’t have to be expensive – open source! • By eliminating variables, the program manger is back in the driver’s
seat! – Common definition of done – Binary status; either a module has been accepted into the code base or it
hasn’t – Firm footing for EVMS and other project management techniques
QUESTIONS?
34
Contact
• Adam Firestone – Director, Defense and Government Solutions, WSO2
– 703-879-5176
– www.wso2.com
35
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DocuSign Signature: Trust in the Cloud
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Broadest Set of Security Certifications Confidentiality
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© 2013 SAP AG or an SAP affiliate company. All rights reserved. 1
BPaaS: HR Case Study in Government
Marlyn Zelkowitz, Director, SAP Industry Business Solutions May 20, 2013
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 3
SuccessFactors can help…
Get people working
on the right things
Find the right people
and make them great Run the
business better
Align Optimize Accelerate
“About 60 percent of our workforce is eligible to retire in the next five years.
SuccessFactors JAM will help us show that municipal governments use cutting-edge
technology—which will give us an edge in attracting top talent.”
Hank Stuchel, Risk/Employee Relations Manager, Schaumburg, IL
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 4
SuccessFactors BizX
Employee Central
Goals Workforce Planning
Performance Compensation Succession Analytics Recruiting Learning Jam
BizX Insights
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 5
Deployment Stages.. Evolve & Grow
Impact
Basic processes defined for
managing talent
Standardization: Defined methods,
often inefficient & inconsistently used
Technology enabled talent
management processes
Efficiency: Efficient & consistent
methods; able to monitor usage
Talent management processes
evaluated & predicted based
on well-defined data analytics
Talent management practices
aligned to specific business
needs
Strategic Change: Platform for
strategic change and optimal
utilization of talent
Talent decisions based on local
knowledge & practices
Confusion & Underutilization:
Uncontrolled; inefficient; high risk
treatment of employees
Organization Maturity
Well-defined and widely
adopted methods and tools
Operational Insight: Data-driven
insights for understanding,
monitoring, and improving talent
Comprehensive: Methods effectively
supporting major talent management
needs
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 6
Organizations that use SF strategically see 5x the impact
6
Average of Performance Change
Use Total
Strategic 5.4%
HCM 3.3%
Automation 0.9%
Average 2.8%
Productivity impact based on increased investments in strategic execution.
Source: Post SuccessFactors Implementation data, Q1 2009,
Top tier consulting and SF Research Analysis, n=527
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 7 7
Employee
engagement
41%
Retention of
top performers
7%
Consistent job
descriptions
and
competencies
Paper and
copy
savings
~$200K
Benefits: Case study
Training costs down 10%, recruiting down 29%
Deploy in 4-6
months
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 9 9
Lower total cost
of ownership
Free your IT
resources
Always
up-to-date
Faster pace
of
innovation
Delivered in the Cloud
Improve organizational performance
Rapid
Implementation
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 10
Vision for a government organization
Goal
Alignment • Everyone is aligned behind the
organizational leader’s strategic priorities
Performance
Management
• Individual accountability
• Measure performance
Talent &
Development
• Identify competency gaps
• Develop new leaders
Compensation
Management
• Reward talent
Engaged
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 11
Disseminate strategy and align your employees
Focus employees on your strategy to
achieve your organization mission by
clearly articulating goals and priorities
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 12
Confidence in the Cloud
Eleven years all in the cloud
4,000 customers/~23M users
Largest cloud deployment- 2M users
An SAP Company
~ $500 Million in 2012 Billings
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 13
Healthcare and government choose SuccessFactors
Carolinas HealthCare
System
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 14
Gartner
2009 2011
SuccessFactors “…offers
market-leading performance
and learning solutions with
functional depth and
breadth across the full
talent management suite.”
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 15
SuccessFactors continues
to be the clear market
share leader
Prominent end-to-end
solution, leading the
marketplace
SuccessFactors leads
the market
SuccessFactors' …a global
powerhouse in end-to-end talent
management software.
“ ”
“ ”
“ ”
“
”
Analysts Agree
Appendix Screen shots
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 17
SuccessFactors aligns the organization for execution
Drill down to access goal plans
and talent information, or to print
summaries and reports
Managers can view
teams and browse the
organization
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 18
Talent Scorecards for managing talent: At-a-Glance Summary of Critical Employee Data
Employee Scorecard shows many aspects of an
employee’s performance in a single view such as current
overall ratings, performance history, competency ratings,
succession nominations, etc.
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 19
Disseminate strategy and align your employees
Focus employees on your strategy to
achieve your organization mission by
clearly articulating goals and priorities
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 20
Drive execution with alignment at every level
Understand
relationships
and
dependencies
from top to
bottom
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 21
Ensure that the entire organization is aligned to strategy
Are we asking employees to do
anything at all to support strategy?
Which goals support our
strategy? Which do not?
Where is the ownership?
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 22
Assess performance and capability to execute
Assess entire teams at once –
allowing easy, consistent
assessment of ALL talent
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 23
Deploy a deeply understood talent portfolio against
strategy
Performance vs. potential matrix
provides consistent framework for
decision making
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 24
Prepare for business continuity, arm to pursue
opportunity
What are the plans for
continuity at every level?
Where is the
risk? How deep
is the bench?
Where are
the gaps?
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 25
Employee engagement increased
from 83 – 87% and turnover
reduced from 7% to 4.5% since
implementing SuccessFactors in
2005
Over 1000 successors
identified for key positions
and 58% of executives
hired in 2008 were internal
SuccessFactors Solution helps us
to drive dialogue between
managers and employees and
create a culture for high
performance
Business Impact Study by Top 3 Management Consulting Firm
(n=520)
Business Impact Average Average
for
Healthcar
e
High
Productivity improvement 2.9% 6.68% 5.4% (top
quartile)
Faster communication of strategy change 1 week 1.25
weeks
8 weeks
Increased time spent on strategic priorities 5.5% 5.28% 40%
Increased project completion 13.8% 1.67% 67%
Increase in high performers 4.9% 37.6% 40.1%
Decrease in low performers 13.9% 12.7% 35.7%
Decrease in turnover rate 15.2% 2.1% 25.0%
Increase in internal job fill rate 13.7% Unavailabl
e 49.7%
Business Impact
Customer Success
About
SuccessFactors
Add 1% of revenue to the bottom line
Earn 10X return on SuccessFactors investment In one year
15 Million Users
3500+ Customers
500+ Hospitals
168 Countries
34 Languages
60 Industries
All pay increases and
bonuses are now tied to
financial results
Thank you
Contact information:
Marlyn Zelkowitz
Global Director, Industry Business Solutions Public Sector, SAP
T: +1 202 312 3529
